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1、Reinvention in the age of generative AIContents0304-0607-1415-1819-4344-46Executive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionThe picture of success and how to achieve itAre you ready for reinvention in the age of generative AI?PrefaceImperative 1

2、:Lead with valueImperative 2:Understand and develop an AI-enabled,secure digital coreImperative 3:Reinvent talent and ways of workingImperative 4:Close the gap on responsible AIImperative 5:Drive continuous reinventionReinvention in the age of generative AI2ContentsPrefaceExecutive summaryReinventio

3、n as the strategy for successGenerative AI accelerates and enables reinventionThe picture of success and how to achieve itFor many companies,the next 12 to 24 months will be a moment of truth.Among those who have invested over the years in new technologies,skills and ways of working,return on those

4、investments has varied.The advent of generative AI presents businesses with unparalleled potential to leapfrog their competitors.Will they seize that opportunity and accelerate their reinvention to set a new performance frontier?Or will they fall further behind in the ongoing technology revolution?T

5、he generative AI revolution will require the board,the CEO and the entire C-suite to understand this technology at a level not previously seen even though the digital revolution has already reshaped the C-suite to be tech literate.This is not your average technology revolution.AuthorsPrefaceJack Aza

6、guryGroup Chief Executive Strategy&ConsultingKaren Fang GrantGlobal Research Lead Industry Networks&ProgramsMike MoorePrincipal Director Accenture ResearchMuqsit AshrafGlobal Lead Accenture StrategyOliver WrightSenior Managing Director Consumer Goods&Services,Global LeadReinvention in the age of gen

7、erative AI3ContentsPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionThe picture of success and how to achieve itWhere could reinvention take your business?In 2022,we set out a bold prediction:companies that embrace Total Enterprise Reinv

8、ention as a strategy using technology,data and AI would lead in the coming decade.In 2023,we tested our prediction,setting a baseline for the number of companies that had fully embraced enterprise reinvention to become Reinventors and establishing that these companies were outperforming the rest.Now

9、 in 2024,we have more recent evidence that reinvention,enabled by generative AI,will become the default strategy for the worlds leading organizations.Our latest research shows that Reinventors realize more 360 value(across both financial and non-financial outcomes)than other organizations within the

10、ir own industries and beyond,and theyre realizing it faster.EXECUTIVE SUMMARYThis is exactly what organizations are achieving through generative AI-powered reinvention.What if you could turn the promise of personalized healthcare into a reality?What if you could tailor your products and services to

11、an individual customer in every market you serve?What if you could enhance annual productivity gains by a factor of 5x(or higher)?What if you could dramatically compress drug discovery time?Reinvention in the age of generative AI4ContentsExecutive summaryPrefaceReinvention as the strategy for succes

12、sGenerative AI accelerates and enables reinventionThe picture of success and how to achieve itBetween 2019 and 2022,Reinventors increased their revenues by 15 percentage points more than the rest of our research participants,with an average profit margin 5.6 percentage points higher.Crucially,Reinve

13、ntors are widening the gap between them and their competitors increasing the revenue growth gap by 2.4 times creating an imperative for others to act.AI is both accelerating the need for change and enabling bigger and bolder reinvention.When we released our first report,generative AI and specificall

14、y ChatGPT had only just exploded onto the scene.Why is generative AI different from other technological innovations weve seen in recent years?The technology has the power to reinvent every facet of an organization and this is new.Based on our experience across more than 700 client engagements and ou

15、r research,we predict that over the coming 12 to 24 months there will be a significant uptick in companies that embrace generative AI as a catalyst for reinvention.Through our work,we see empirical evidence that this trend is already in motion,particularly as generative AI rapidly disrupts every ind

16、ustry.Technology is the top lever for reinvention for 98%of organizations,with generative AI now seen as one of the main levers for 82%of those organizations.Over the past year,generative AI has already enabled organizations reinvention progress,creating previously unimaginable opportunities for gro

17、wth,productivity and agility.We expect that new Reinventors will emerge and some of the current ones may be displaced,with the number of Reinventors growing overall.In fact,in our research,we see evidence that the companies powering their reinvention with generative AI could leapfrog todays leaders

18、over the next five years.Where could reinvention take your business?Generative AI client experienceWe have delivered more than 700 generative AI engagements in which companies have applied the technology to reinvent how they operate.Throughout this report,we highlight what we have learned from those

19、 engagements and feature several client stories to illustrate the impact.Reinvention in the age of generative AI5ContentsExecutive summaryPrefaceReinvention as the strategy for successGenerative AI accelerates and enables reinventionThe picture of success and how to achieve itAbout the research A mu

20、lti-year survey of over 3,000 executives across 19 industries and 10 countries.Respondents were asked about their organizations approach to business transformation and reinvention strategy,as well as about their specific programs and success factors.The surveys were conducted in November 2022 and Oc

21、tober to November 2023.In this report,we provide comparisons between the two,focusing on new insights gained from the most recent fieldwork.Financial and non-financial analysis and econometric modelling to assess the performance impact of adopting a reinvention strategy.The analysis combines data fr

22、om publicly available achieved results,analyst expectations and survey data to create a robust view of both historic and future performance.The annual Pulse of Change Index that quantifies the level of change affecting businesses globally,caused by six major factors:technology,talent,economic,geopol

23、itical,climate,and consumer and social.The index provides context to the need for reinvention.We took a multi-method approach again this year to research the topic of Total Enterprise Reinvention.This report is based on:Reinvention in the age of generative AI6ContentsExecutive summaryPrefaceReinvent

24、ion as the strategy for successGenerative AI accelerates and enables reinventionThe picture of success and how to achieve it7Reinvention in the age of generative AIReinvention as the strategy for success7PrefaceExecutive summaryGenerative AI accelerates and enables reinventionThe picture of success

25、and how to achieve itContentsPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionThe picture of success and how to achieve itReinvention in the age of generative AIThe state of reinvention Lets start by looking at the most recent evidence t

26、hat reinvention is becoming the default strategy for the worlds leading organizations.We repeated our global survey of 1,500 C-suite executives to find out whats changed in the past year.We found that companies are tailoring their reinvention strategies to fit their own agendas,and some are driving

27、forward faster than their peers.A small number of Reinventors(9%)have already met the high bar of building the capability for continuous reinvention.Theyre making swift progress in executing their strategy and setting out to define a new performance frontier with technology at the core of their rein

28、vention(see six characteristics of Total Enterprise Reinvention).While this is a relatively small rise from 8%last year,we see bigger change when examining the data in closer detail.New performance frontierA new level of performance that goes beyond existing best practice.Its characterized by a busi

29、nesss ability to deliver products,services and value that surpass what has been delivered in the past.Its based on a forward-looking view of what technology,data,AI and new ways of working could do.This recognizes that todays fast-moving environment requires companies to go beyond benchmarks to defi

30、ne a new level of performance for themselves and the industry in which they operate.9%of companies are Reinventors,building the capability for continuous reinvention.Reinvention in the age of generative AI8ContentsReinvention as the strategy for successPrefaceExecutive summaryGenerative AI accelerat

31、es and enables reinventionThe picture of success and how to achieve it01/02/03/04/05/06/Reinvention is the strategyIt is no longer an execution lever.The entire C-suite,together,makes a deliberate decision to reinvent the enterprise to deliver 360 value.The six characteristics of Total Enterprise Re

32、inventionThe digital core becomes a primary source of competitive advantageIt leverages the power of cloud,data and AI through an interoperable set of systems across the enterprise including enterprise platforms,automation,integration and security that allows for rapid development of new capabilitie

33、s.Reinvention goes beyond benchmarks,embracing the art of the possibleTechnology and new ways of working create a new performance frontier for organizations and the industries in which they operate.Talent strategy and people impact are central to reinventionContinuous change is enabled through new t

34、alent capabilities and technology solutions that reflect the ability of users to adopt them.Change management is a core competency.Reinvention is boundaryless and breaks down organizational silosIt tackles capabilities end to end with people,processes and data deeply connected across the value chain

35、,inside the organization and beyond.Reinvention is continuousIt is not a time-defined one-off,but a capability continuously tapped by the organization.It is leadership sponsored,focused on sharpening strategic differentiation and overall operational efficiency.Reinvention in the age of generative AI

36、9Reinvention in the age of generative AIContentsReinvention as the strategy for successPrefaceExecutive summaryGenerative AI accelerates and enables reinventionThe picture of success and how to achieve it9 9The picture of success and how to achieve itGenerative AI accelerates and enables reinvention

37、Reinvention as the strategy for successContentsPrefaceExecutive summaryAmong the largest companies,especially those with revenue over US$50bn,the number of Reinventors has quadrupled(increased by 14 percentage points from 4%)in the past year.Industry giants are not standing still.Unlike the digital

38、revolution,the largest companies are taking an early lead by leveraging their substantial investment in their digital cores and talent.These companies are 2.5 times more likely to be in the top quartile for the intensity of investment in AI,data and cloud compared to those with revenues below US$50b

39、n.They also have a deeper technology bench.Almost 10%of existing roles at large companies are technology-related,1.6 times more than smaller companies.And their job postings point to higher future demand:for every 100 jobs posted,1.5 times more require skills related to new technologies.1Taking an i

40、ndustry view,two industries saw double-digit increases in the number of Reinventors:software and platforms up 34 percentage points to 43%,and life sciences up 13 percentage points to 20%.This corresponds with what we see at Accenture.Across our more than 700 generative AI engagements,software and pl

41、atforms and life sciences are among the most active industries.For these companies,embedding generative AI into their solutions and R&D capabilities respectively,is a matter of survival.Most organizations are still at the beginning of their reinvention journey,with few reinventing at scale today.Sim

42、ilar to last year,we found that the majority(81%)of companies are“Transformers.”Transformers should keep going,as theyre taking many of the right steps toward reinvention.However,theyre less likely to be building sustainable capabilities to reinvent continuously,may be missing the speed and cost eff

43、iciencies from a connected strategy of reinvention and need to accelerate progress on generative AI or otherwise fall further behind.The remaining 10%of“Optimizers”are organizations in which reinvention isnt currently a priority.Reinvention in the age of generative AI10ContentsReinvention as the str

44、ategy for successPrefaceExecutive summaryGenerative AI accelerates and enables reinventionThe picture of success and how to achieve itWherever they are in their reinvention journey,all companies are facing disruption.Reinvention is the answer to disruption The annual Accenture Pulse of Change Index

45、found the rate of change affecting businesses has risen sharply since 2019 183%over the past four years and 33%in the past year alone.Over the past year,technology disruption increased by more than any of the five other areas measured in the Pulse of Change Index talent,economic,geopolitical,climate

46、,social&consumer.It was the top cause of business change in 2023,up from number six in 2022(see Figure 1 and About the Research).In response,83%of organizations have accelerated the execution of their transformation since last year.Despite this stated desire for acceleration,Reinventors continue to

47、outpace the rest and extend their leadership position.Almost half(46%)of Reinventors have significantly accelerated the execution of their reinvention strategy,compared to the 7%of Transformers that have significantly accelerated their transformation program(see Figure 2a).And Reinventors expect 20%

48、of the value from reinvention to be released within six months and 45%within 12 months a 1.6 times increase in pace from just a year ago(see Figure 2b).Technology has been the leading driver of disruption over the past year*Ranking is based on%of increase measured from 2022 to 2023 for each of the s

49、ix factors Source:Analysis of business disruption is based on the average of six factors,each of which are based on a set of indexed scores of a set of indicators.C-suite leaders perception is based on a global survey of 3,450 C-suite executives,across 20 countries and 19 industries.Figure 1Analysis

50、 of business disruptionThe rate of change affecting businesses has continuously increased since 2019Technology rose to#1 cause of change*4-yr growth rate(2019-2023)--2333%+183%35%50%5%2023TechnologyTalentClimateEconomicGeopoliticsConsumer&Social2022TalentEconomicGeopoliticsCo

51、nsumer&SocialClimateTechnology#1#2#3#4#5#6Reinvention in the age of generative AI11ContentsReinvention as the strategy for successPrefaceExecutive summaryGenerative AI accelerates and enables reinventionThe picture of success and how to achieve itOrganizations are accelerating the execution of their

52、 reinvention strategy or transformation program and delivering results quicker but Reinventors continue to outpace the rest1)Data not shown for significantly decelerated,decelerated or no impact.Source:Accenture reinvention survey,Oct-Nov 2023.Sample size:Total,1,500;Reinventors,136;Transformers,1,2

53、10.Figure 272%75%Reinventors+TransformersTransformers41%46%Reinventors2a)Has your organizations reinvention strategy and/or transformation program accelerated or decelerated over the past year in response to external disruption?(%of respondents1)Accelerated Significantly accelerated11%7%2b)What prop

54、ortion of the financial value from your reinvention strategy and/or transformation program have you or do you expect to be delivered in each time period?(%of financial value released)Within 6 months 7-12 months6.6x9%16%2023 study2024 studyTransformers:25%40%17%1.6x23%Reinventors:11%17%2023 study2024

55、 study28%45%20%1.6x25%Reinvention in the age of generative AI12Reinventors revenue growth is projected to outpace that of all others.Accentures analysis found that Reinventors increased revenues by 15 percentage points more than the rest of the survey respondents between 2019 and 2022.We expect the

56、gap in revenue growth to increase by 2.4 times to 37 percentage points by 2026(see Figure 3a).Reinventors are also more profitable.Their average profit margin(EBITDA/revenue)between 2019 and 2022 was 5.6 percentage points higher than the rest.Our modelling estimates that,for the average Reinventor,e

57、ach year following the adoption of a reinvention strategy is linked to a 2.9 percentage point uplift in margin relative to those that are not pursuing reinvention.Reinventors expect to grow the value gap across financial indicatorsFigure 3aReinventors All others(Transformers+Optimizers)Financial val

58、ue gap Revenue growth,indexed(2019=100)20022202320242025202620001002.4xExpectedincreaseRevenue growth gap to all others by 2022Revenue growth gap to all others by 2026Revenue growth gap+15pp+37pp2019-22=CAGR based on actuals.2023-26=self-reported expectations stress-tested vs.a

59、nalyst expectations.Average EBITDA margin based on actuals for 2019-22.Panel data model tests the relationship between#of years of reinvention(from year respondents report adopting reinvention strategy)and EBITDA margin,controlling for industry,geo and company size.Financial services companies are e

60、xcluded.Source:Accenture reinvention survey,Oct-Nov 2023.Sample size:Total,1,500;Reinventors,136;Transformers,1,210;Optimizers,154.Higher margins for Reinventors compared to all others from 2019-22Uplift in margins each year following adoption of a reinvention strategy vs.those not pursuing reinvent

61、ion+5.6pp+2.9ppProfitability (EBITDA/revenue)Reinvention in the age of generative AI13ContentsReinvention as the strategy for successPrefaceExecutive summaryGenerative AI accelerates and enables reinventionThe picture of success and how to achieve it2021 is based on the Total Enterprise Reinvention

62、2022 research,published January 2023.2023-26=self-reported expectations.Sustainability is based on ESG data from Capital IQ.Experience is based on measures of customer relationship management and supplier churn from S&P Global and FactSet Supply Chain.Talent and I&D is based on Net Better Off indica

63、tors from Glassdoor,ESG Book and S&P Global.Innovation is based on the efficiency of tangible and intangible expenditure.Source:Accenture reinvention survey,Oct-Nov 2023.Sample size:Total,1,500;Reinventors,136.The value generated by Reinventors is holistic its 360 value that goes beyond financial an

64、d business outcomes.When compared with their industry peers,Reinventors are already performing to a higher level,and they expect the gap will widen.In three years,Reinventors expect to perform 37%better on sustainability and 35%better on experience than their industry peers.They expect to score 17%h

65、igher on innovation,16%higher on“Net Better Off”outcomes for employees and 11%better on diversity and inclusion(see Figure 3b).Sustainability is a notable area of focus for Reinventors.Relative to the rest of respondents,they plan to drive further improvements to their sustainability capabilities in

66、 the near-term.While one in four companies across the full sample expect to“fundamentally reinvent”sustainability at their organizations over the next three years,one in two Reinventors do.The growing performance gap creates an imperative for other organizations to find new ways to further accelerat

67、e their reinvention journey.Reinventors Industry peersNon-financial value gap2 Indexed scores on non-financial performance metrics(0-100)20212026100+32%+37%Sustainability20212026100+31%+35%Experience20212026100+11%+17%Innovation20212026100+7%+11%I&D20212026100+11%Talent(Net better off)+16%Figure 3bR

68、einventors expect to grow the value gap across non-financial indicatorsReinvention in the age of generative AI14ContentsReinvention as the strategy for successPrefaceExecutive summaryGenerative AI accelerates and enables reinventionThe picture of success and how to achieve itGenerative AI enables an

69、d accelerates reinventionReinvention in the age of generative AI1515Reinvention in the age of generative AIPrefaceExecutive summaryReinvention as the strategy for successThe picture of success and how to achieve itContentsPrefaceExecutive summaryReinvention as the strategy for successGenerative AI a

70、ccelerates and enables reinventionThe picture of success and how to achieve itGenerative AI is not your average technology revolution Those companies that deploy this technology to its full potential will reinvent themselves.At the same time,the only way to deploy it to its full potential is to embr

71、ace the need to reinvent processes and talent,while managing the technology through a new capability commonly referred to as responsible AI and with a digital core that has a data and generative AI backbone.Generative AI has become an extraordinary force in enabling reinvention and accelerating orga

72、nizations progress toward a new performance frontier.Technology is the top lever for reinvention for 98%of organizations,with generative AI now seen as one of the main levers for 82%of those organizations.Some understand this potential and are taking action.Were seeing this among Reinventors,and als

73、o among a group of Transformers that we expect to leapfrog todays leaders by applying generative AI more intensively to their business.What Reinventors know:Generative AI is unique in its ability to impact the entire value chain and to drive productivity and growth in a way that establishes a new pe

74、rformance frontier.Achieving reinvention through generative AI is only possible by developing end-to-end business capabilities,rather than the more common function-by-function focus on individual use cases.Developing end-to-end capabilities requires extensive and coordinated changes across processes

75、,people and technology.Processes need to be redefined,people need to be reskilled and a data and generative AI backbone needs to be built into the digital core.We saw that 2023 was the year of education and experimentation with generative AI.Moving forward,2024 is when things get more intentional.Th

76、is is the year of strengthening the foundation for generative AI and delivering value at scale.An overwhelming majority(97%)of executives believe generative AI will transform their enterprises and industries,and will play a major role in their strategies over the next three to five years.Of those,on

77、ly 31%have already made“significant”investments in their AI initiatives,but 99%plan to amplify their investment in this technology.2Its hard to overstate how significant generative AIs contribution to the world might be.It can make the previously impossible,possible including bigger and bolder reinv

78、ention and once unimaginable opportunities for productivity,innovation,experiences,decision making and growth.In the past several decades,we havent seen a technology that has the potential to materially impact every aspect of a company this is why we connect generative AI and reinvention.Reinvention

79、 in the age of generative AI16ContentsGenerative AI accelerates and enables reinventionPrefaceExecutive summaryReinvention as the strategy for successThe picture of success and how to achieve itGenerative AI will disrupt work as we know it today,introducing a new dimension of collaboration between p

80、eople and machines.Ultimately,every role in an enterprise has the potential to be reinvented.Our modelling shows that 44%of working hours in the US are in scope for automation or augmentation by applying the technology.Generative AI can inform decision-making by assimilating data and helping leaders

81、 make more effective,accurate choices.For customers and employees,this technology can help shape the right experiences at the right times,enhancing their relationships with an organization and leading to better outcomes.Furthermore,generative AI can help build connective tissue across an organizatio

82、n by unlocking data and people siloes through its ability to seamlessly process structured,unstructured and even synthetic data.Generative AI is predicted to enable companies to leapfrog todays leaders over the next five years.Among Transformers,a highly motivated group of“Accelerated Transformers”p

83、lans to apply generative AI twice as intensively as todays Reinventors.This means that they plan to use the technology to reinvent more of their functions and business areas across the enterprise,and they anticipate the performance impact to be greater (see Figure 4a).These future Reinventors are on

84、 a path to catch up and even overtake the revenue growth rate of todays Reinventors within the next five years(see Figure 4b).They believe the impact will be felt beyond revenue growth that it will also boost employee productivity by an additional 6.5 percentage points relative to the rest of our su

85、rvey respondents.Most executives grasp the scale of the opportunity this presents;however only 15%see generative AI as a threat.This asymmetry is concerning.Organizations need to be ready to capture the generative AI opportunity but not underestimate how this technology will upend their industry and

86、 competitive advantage.Scale deployments are already delivering step-change results as the following examples illustrate:3M hours saved A government agency responsibly used the latest technology to deliver automations at speed and scale,saving three million operational hours,while helping a workforc

87、e of nearly 90,000 people better serve more than 20 million citizens.16M customer offerings A bank delivered 16 million hyper-personalized offerings to customers within three months of building a generative AI-powered marketing solution.+10%revenues An insurer reinvented the entire workflow of under

88、writing from automatically routing emails to creating insurance quotes based on policyholders specific needs with early results indicating that a revenue increase of up to 10%is possible.Reinvention in the age of generative AI17ContentsGenerative AI accelerates and enables reinventionPrefaceExecutiv

89、e summaryReinvention as the strategy for successThe picture of success and how to achieve itFigure 41)Identified based on expected outperformance vs.industry peers from 2023-26.2)Measured based on the number of functions/business areas expected to be fundamentally reinvented using gen AI and the ext

90、ent of performance impact in those areas.3)2019-22=CAGR based on actuals.2023-26=self-reported expectations stress-tested vs.analyst expectations Source:Accenture reinvention survey,Oct-Nov 2023.Sample size:Total,1,500;Reinventors,136;Accelerated Transformers,243.(4b)Financial value gap between Rein

91、ventors and Accelerated Transformers3 (Indexed revenue growth(2019=100)(4a)Identifying Accelerated TransformersReinventors Accelerated Transformers2002220232024202520262000100Revenue growth gap by 2022Revenue growth gap by 202620272028220240+18pp+7ppRevenue growth gap20%80%Acce

92、lerated Transformers1Expected consistent outperformance vs.industry peers,2023-262x expected intensity of applying gen AI to fundamentally reinvent how they operate vs.todays Reinventors(based on#of business areas impacted and performance impact in those areas)2Other TransformersGenerative AI can ac

93、t as a catalyst for change,enabling a subset of Accelerated Transformers to close the value gap to todays ReinventorsReinvention in the age of generative AI18The picture of success and how to achieve itReinvention in the age of generative AI19Reinvention in the age of generative AI19PrefaceExecutive

94、 summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionContentsPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionThe picture of success and how to achieve itCompanies must be able to use generative

95、 AI to reinvent its a prerequisite for success.Companies will compete on how fast they are able to harness and deploy generative AI to create material value.This is a reality that not everyone has yet absorbed.Success will require every CEO and their team to assess where they are today in their comp

96、etitive set,and then systematically execute a reinvention strategy with five imperatives that can be broadly applied.Here,we describe these imperatives in the context of generative AI and illustrate with client examples.Our observations are of a C-suite focused on leading with value and talent.There

97、 needs to be deeper understanding of the digital core beyond the CIO,and more focus,investment and speed on responsible AI.Generally,only Reinventors are embracing continuous reinvention as their strategy and building the capabilities to enable it with urgency.01/Lead with valueShift the focus from

98、siloed use cases to prioritizing business capabilities across the entire value chain,based on an objective assessment of the business case,enterprise readiness and the corresponding return on investment.02/Understand and develop an AI-enabled,secure digital core Invest in technology that runs seamle

99、ssly and allows for continuous creation of new capabilities.03/Reinvent talent and ways of workingSet and guide a vision for how to reinvent work,reshape the workforce and prepare workers for a generative AI world.04/Close the gap on responsible AI Design,deploy and use AI to drive value while mitig

100、ating risks.05/Drive continuous reinvention Because change is constant,reinvention never ends.Make the ability to change a core competency and part of company culture.Reinvention in the age of generative AI20ContentsThe picture of success and how to achieve itPrefaceExecutive summaryReinvention as t

101、he strategy for successGenerative AI accelerates and enables reinventionREINVENTION IN ACTION Roche:Dissolving boundaries to deliver data-driven cancer careToday,the combination of new developments in science,data and AI have created the potential for care to be tailored to each person.But realizing

102、 this potential requires a new way of working that breaks down barriers across the lifecycle of care that a patient receives.Healthcare professionals typically havent been able to access all the patient data they need because it has been spread across different systems that arent integrated.Roche is

103、 tackling this challenge by building platforms that aggregate data from disparate sources.One such platform is its oncology hub,which securely makes sense of patient data from various sources and serves as a central workspace where clinicians can collaborate.This hub enables physicians to get patien

104、ts into treatment faster,in a field where time can save lives.Imperative 1:Lead with valueExecutives agree that reinvention drives significant value,and generative AI will help them realize this value much faster.Rather than investing in siloed use cases,organizations that fundamentally reinvent the

105、ir value chains based on an objective assessment of the business case,enterprise readiness and the corresponding return on investment will realize superior outcomes.Many organizations have spent the past year experimenting with generative AI,resulting in a string of standalone use cases that are not

106、 yet materially impacting the bottom line.This phase has shown what can be achieved with this technology.Looking ahead,companies will need to embark on a profound reinvention of their value chain and develop enduring,end-to-end business capabilities,aided by generative AI,to reach a new performance

107、frontier.This is an ambition beyond todays best-in-class and requires a fundamental redesign of decision-making,underlying processes and ways of working.Companies need to take a value-led approach when deciding where they deploy generative AI,taking full account of the costs and returns.This include

108、s a consideration of where the technology creates differentiated sources of value(that cant be easily captured by competitors using readily available foundation models),the unit economics(from vendor costs to human oversight costs)and the level of change and associated risks involved.Importantly,the

109、re needs to be an ongoing assessment of the value created.Reinvention in the age of generative AI21ContentsThe picture of success and how to achieve itPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionCompanies can pursue generative AI in

110、vestments in two categories:no regrets investments that offer productivity improvements;and strategic bets that offer truly novel competitive advantage including reshaping how industries operate.Many companies are focused on well-known,no regrets initiatives that bring early wins in functions like I

111、T,marketing,finance and customer service.Examples in these areas include adopting a coding co-pilot for software development,supporting content creation,automating financial reporting and enabling knowledge retrieval and enhanced productivity at contact centers.Meanwhile,Reinventors are going furthe

112、r,enabled by a stronger digital core.Theyre scaling the technology to power enterprise-wide reinvention,deploying generative AI in no-regret areas while also investing in strategic bets in more complex and core areas of the value chain like supply chain,R&D,engineering and sustainability (see Figure

113、 5).Reinventors are focused on using generative AI to make strategic bets in challenging areasFigure 5Functions/business areas in which organizations expect to focus using Gen AI to fundamentally reinvent how they operate over the next 3 years(%of respondents).Optimizers ReinventorsR&DSustainability

114、Supply chainEngineering and manufacturing383014275247+21ppDifference17+16+22+17Source:Accenture reinvention survey,Oct-Nov 2023.Sample size:Total,1,500;Reinventors,136;Optimizers,154.Reinvention in the age of generative AI22ContentsThe picture of success and how to achieve itPrefaceExecutive summary

115、Reinvention as the strategy for successGenerative AI accelerates and enables reinventionBy connecting these broad-based efforts,Reinventors can move beyond use cases to reinvent entire workflows.For example,companies in the hospitality industry can evolve a generative AI-enabled reservation chatbot

116、into a fully-fledged travel companion that provides inspiration for trips,manages reservations,plans itineraries and more.Reinventing entire workflows drives greater productivity,enabling some activities to be automated and others to be augmented.Take the end-to-end capability by which a Consumer Pa

117、ckaged Goods(CPG)company sells its products to a retailer(see Figure 6).While in the past,sales representatives would have begun this process with manual analysis to identify new customer leads based on historic data,generative AI can provide automated,real-time insights on prospects.Intelligent sal

118、es bots can then coach the representatives across their interactions with customers,from onboarding through to customer care.With their work being both automated and augmented,sales reps in the field have additional capacity to do more of what they do best:build client relationships.62%of Reinventor

119、s take a holistic approach to value levers,integrating them across the business.Reinvention in the age of generative AI23PrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionContentsPrefaceExecutive summaryReinvention as the strategy for suc

120、cessGenerative AI accelerates and enables reinventionThe picture of success and how to achieve itFigure 6Illustrative example of the consumer package goods workflow for engaging customers,reinvented using generative AISource:Accenture 2024As-isGenerative AI-poweredIdentify Growth SpacesAnalyze&Strat

121、egizeEnableExecuteOrder ConfirmationCustomer Identification Credit&Invoice ManagementCustomer AwarenessPortfolio&NegotiationOrder DeliveryCustomer OnboardingOrder CaptureServiceSell-out ActivationCustomer ServiceLoyalty&Value Added ServiceAutomate Order Capture with Smart Assortment OfferActivate Se

122、ll-out through Image RecognitionOnboard Customers through Intelligent ToolsConfirm Order in Real TimeOptimized Route Order DeliveryProvide Hyper-personalized Customer CareReinvention in the age of generative AI24 Understand the potential to reinvent your value chain and develop end-to-end business c

123、apabilities powered by generative AI and new ways of working.Be intentional in executing on the roadmap versus the more common function-by-function focus on individual use cases.Be value-led in every business capability you choose to reinvent with generative AI.Too many organizations have pilots and

124、 proofs of concepts with no C-suite approved mechanism to evaluate business value.Rapid interventions are needed to move from hype to material value,and choices need to be made.Identify strategic bets where the technology creates differentiated sources of value that cant be easily captured by compet

125、itors.Evaluate whether you can achieve your strategy or are at risk of your competitors getting there first because your digital core or organization including talent is not ready.Then plan according to where you are.Reorient your organization from siloed functions to end-to-end business capabilitie

126、s and decision-making through a unified data architecture and cross-functional teams.This will enable you to unlock opportunities within the value chain and open new value pools for the enterprise.Reinventing entire workflows requires the combination of multiple value levers(see Figure 7a).AI,includ

127、ing generative AI,needs to be accompanied by process redesign,new workforce models and more,as the CPG example illustrates.We discovered that 62%of Reinventors compared with 45%of Optimizers take a holistic approach to value levers,integrating them across the business(see Figure 7b).Building end-to-

128、end capabilities also requires a new way of operating.Siloed functions can hinder progress and cause friction that affects decision-making and productivity.Reorienting the organization to build end-to-end capabilities through a unified data architecture and cross-functional teams opens new opportuni

129、ties.We learned that 81%of Reinventors say they operate in an integrated and outcomes-based way that cuts across functional and departmental siloes.ActionsReinvention in the age of generative AI25PrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables rei

130、nventionContentsPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionThe picture of success and how to achieve itFigure 7Reinventors take an integrated approach to deploying a broad set of value levers1)Simplification and optimization of the

131、 organization by improving organizational structures and ways of working;2)For example,related to people or investments to focus on the most strategic priorities;3)Different workforce models such as outsourcing,use of contractors or platform workers.Source:Accenture reinvention survey,Oct-Nov 2023.S

132、ample size:Total,1,500;Reinventors,136;Optimizers,154.(7a)“How important are the following levers to your productivity improvement goals in the next 3 years?”(%of respondents selecting“significantly important”)Optimizers Reinventors31%AI and Gen AI+27pp58%31%Automation and robotics+1849%33%Shared se

133、rvices+1649%37%New ways of working1+1047%37%Resource optimization2+946%26%New workforce models3+1339%31%Internal CoEs+637%(7b)“How do you plan to utilize those levers?”(%of respondents)55%45%38%62%OptimizersReinventorsCombining them in an integrated program Separately,applying them in individual par

134、ts of the business26Reinvention in the age of generative AI26BBVA:A bold new futureBanco Bilbao Vizcaya Argentaria(BBVA)has reinvented itself from a traditional neighborhood bank into a digital powerhouse.REINVENTION IN ACTIONUnderpinned by a stable digital core,the client is using generative AI to

135、transform operations and digital marketing,and to help employees be more productive.BBVA launched an agile transformation program to break down organizational barriers and enable cross-functional collaboration.Coaches worked with BBVAs people to embed agile principles throughout the business.Today,t

136、he bank has a“liquid”talent pool from which people can be assigned to the highest-priority projects or processes at any given time.BBVA is using Amazon Web Services to create a new data platform that will be deployed globally,providing all business units with a unified view of their data and access

137、to more efficient data processing,analysis and insights.The use of bank-wide data and AI delivers a holistic view of the current and lifetime profitability and likely behavior of every customer.It has also enabled BBVA to evolve from simply offering digital services to developing and selling new dig

138、ital banking products and offering leading financial health tools.For example,BBVA Valora provides users with recommended purchase or rental prices for a specific property.Two out of three mortgages sold by BBVA are to customers that used BBVA Valora.BBVA is also able to offer“one-click loans,”which

139、 provide personalized and contextual pre-approved loans and potential same-day funding for both customers and non-customers.And BBVAs client onboarding process now takes just a few minutes(versus a few days at most other banks).This has contributed to a 150%growth in new customers.Today,nearly 50 mi

140、llion BBVA customers interact with the bank through digital channels,and seven out of 10 sales are made digitally,cost-to-income has dropped to 43%(17 percentage points under the European average)and its been named Best Global Bank of the Year by The Banker.Thanks to its strong digital core,BBVA is

141、set up to continue reinventing with generative AI.BBVA is staying ahead of the curve by continuing to reinvent its business model with generative AI.For example,it has built a generative AI-powered financial coach assistant to disrupt customer centricity in banking.Reinvention in the age of generati

142、ve AI27Reinvention in the age of generative AI2727The picture of success and how to achieve itGenerative AI accelerates and enables reinventionReinvention as the strategy for successContentsPrefaceExecutive summaryImperative 2:Understand and develop an AI-enabled,secure digital coreCompanies need to

143、 elevate IT for the age of generative AI.This second imperative centers on connecting what was a disparate collection of data sets and technologies via an AI-enabled,secure digital core that consists of seven integrated components.Generative AI requires a fundamentally different enterprise architect

144、ure in which data is more fluid,and unstructured and synthetic data become much more important.It places higher demands on infrastructure,and IT operating models will need to change.Reinventors prioritize their digital core as a key competency.Relative to the rest of the organizations we surveyed,1.

145、8 times more Reinventors have a best-in-class digital core capability.They also recognize the scale of change required to make effective use of generative AI.They are 1.4 times more likely to expect to make significant changes across their IT estate to benefit fully from generative AI in their organ

146、ization.Given generative AI will impact the requirements of the digital core,companies must first understand where they are today.Questions to ask include:Are you in the cloud?Do you have a modern data platform?Do you have the right security implemented?Gaps in any of these,and other critical areas,

147、will undermine a companys ability to scale generative AI.Our research shows that the strength of each of the digital core components correlates with each of the others.When one component is weak or inadequately connected,it affects all other parts.Its the combined strength of the components that cre

148、ates resilience and the foundation for driving new capabilities across the value chain.Digital coreAI everywhereData foundationCloud first infrastructureContinuum control planeCyber resilient reinventionDigital core platformsComposable integrationReinvention in the age of generative AI28ContentsThe

149、picture of success and how to achieve itPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionRationalize applications into platforms that enable business capabilities and generate the greatest value for the organization.Seven components of t

150、he digital coreDevelop a holistic integration strategy that is fit for purpose and adaptable to future technologies through intentional and flexible integration approaches.Composable integrationReinvent how work is done by using AI to power the enterprise,to enhance productivity and to generate cont

151、ent.AI everywhereBuild an accessible and democratized data foundation that breaks down functional silos,enables data mesh and data-as-products and provides high-quality,curated and diverse inputs for AI ambitions.Data foundationSimplify the hybrid,multi-cloud estate through end-to-end engineering an

152、d operations visibility.Continuum control planeEmbed cyber security practices earlier in the lifecycle,across technology and culture to prioritize resiliency.Cyber resilient reinventionDigital core platformsRun elastic infrastructure and services spanning public,private and edge that are configurabl

153、e,consumable and automatable.Cloud first infrastructureReinvention in the age of generative AI29ContentsThe picture of success and how to achieve itPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionFigure 8Reinventors have higher strength

154、 than other respondents in their digital core but must accelerate building the data foundationSource:Accenture reinvention survey,Oct-Nov 2023.Sample size:Total,1,500;Reinventors,136.Digital Core Strength(%of respondents rating the current strength of each component as“leading”(top quartile in their

155、 industry)All other respondents Reinventors33%Digital core platforms+26pp59%29%Cloud first infrastructure+2150%31%AI everywhere+1445%31%Composable integration+1142%30%Continuum control plane+737%27%Cyber resilient reinvention+734%31%Data foundation-130%During the pandemic,many organizations necessar

156、ily focused on building out digital core platforms and cloud-first infrastructure to help them weather the disruption.Companies that have largely overlooked their data foundations identified as the weakest component of Reinventors digital cores alongside security and governance(see Figure 8)must acc

157、elerate action in that area.Leading companies are making extensive use of structured enterprise data in their applications.The opportunity lies in systematically building a data foundation that also includes the use of unstructured and synthetic data.Having developed the fundamental capabilities of

158、the digital core,companies will need to add new capabilities to the components of their digital core to build a data and generative AI backbone.This includes new data capabilities for unstructured and synthetic data and an architecture that can integrate multiple foundation models and tie data toget

159、her in a consistent fashion,enabled by an ecosystem partnership strategy for generative AI applications.Reinvention in the age of generative AI30ContentsThe picture of success and how to achieve itPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables re

160、inventionBefore generative AI,companies could take a use case-centric approach to relieve pressure on their dated data architecture,but this is no longer true.Foundation models need vast volumes of diverse,high-quality,multimodal data to learn and be applicable in new ways.Our research found that 67

161、%of Reinventors believe their companies will need to make significant changes to their data strategy to make best use of generative AI.This requires them to define their data needs based on the business capabilities theyre focused on developing,then enhancing that data over time.It means going beyon

162、d structured data to include proprietary unstructured and synthetic data sources,which most organizations do not use extensively today.Developing proprietary data sets will give companies an advantage over rivals that have adopted industry-standard foundation models.And a unified data architecture w

163、ill allow information to circulate from foundation models to applications and back to continuously improve performance.Security standards are also essential to protect any personal or proprietary data.With an accessible and contextual data foundation in place,companies can turn to the generative AI

164、interface that will sit on top of it.New foundation models are being released every week,each of which can interpret prompts differently.A flexible architecture enables companies to select the right combination of models to address their business needs,while managing cost,risk and sustainability.For

165、 example,Accenture launched a“switchboard”in 2023 a specialized service that allows companies to select a combination of generative AI models to address the business context while considering factors such as cost and accuracy(see Figure 9 for an illustrative example).Accessing the right models will

166、require the support of ecosystem partners.For low-risk,no-regrets initiatives,companies may choose to use models from a vendor as-a-service,or to tune or ground a pre-trained model from a vendor with proprietary data.More complex,strategic bets may require companies to build their own models.In eith

167、er instance,a new level of collaboration will be required across their ecosystem.Our research shows that 99%of Reinventors describe their technology ecosystem as strategic partners,with whom they seek ways to co-create solutions or share in risks and rewards.Building the digital core is not a one-ti

168、me project.Leaders must constantly evaluate and support their digital core with investment and adjust it for maximum impact.Our research reveals a connection between a companys reinvention aspirations and the strength of its digital core in other words,as a companys aspirations for the performance o

169、f its business capabilities increase,the sophistication and strength of its digital core needs to grow.99%of Reinventors describe their technology ecosystem as strategic partners.Reinvention in the age of generative AI31ContentsThe picture of success and how to achieve itPrefaceExecutive summaryRein

170、vention as the strategy for successGenerative AI accelerates and enables reinventionReinvention in the age of generative AI32ContentsThe picture of success and how to achieve itPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionFigure 9Ill

171、ustrative generative AI model“switchboard”for the consumer package goods workflow for engaging customersSource:Accenture 2024.Decision EngineBusiness ContextModel as a ServiceOpen Source ModelsProprietary ModelsGPT-4CostAccuracyPerformanceSustainabilityEfficiency BiasToxicityLatencyClaudeLlaMa 2Bert

172、Intel DPTKerasJouleGeminiMidjourneyUltraRouterIntelligent RouterModel RegistryModel ConnectorOrchestratorSwitchboardDeployed Model for Intelligent Sales CoachGrowth Spaces IdentifiedIntelligent Customer On-BoardingAutomated&Intelligent Order CaptureConfirmed Order in Real Time Optimized Route Order

173、DeliveryImage-Led Sell Out ActivationHyper-Personalized Customer CareContent RecommendationGPT-4LlaMa2Stable DiffusionLDAText GenerationData SynthesisTest SummarizationLanguage Translation+4GenAI TasksModel Garden Understand what“digital core”means for you and look at your technology objectively to

174、understand where your digital core is relative to the industry,and most important,relative to what is needed to use generative AI.Make a plan from there that is tied to the biggest potential to win in reinvention based on where you are.Understand the new capabilities required for a data and generati

175、ve AI backbone,and what it will take to build them.Develop new data capabilities for unstructured and synthetic data and an architecture that can integrate multiple foundation models.Ensure your CIO is embedding cyber security practices early in the lifecycle across technology and that you have a st

176、rong security culture to prioritize resiliency.Understand your current technology and advisory ecosystem,and refresh your strategy on how you will work with them to compress the reinvention cycle.Consider whether you have the right risk and reward relationships.Challenge whether you can co-create mo

177、re with partners to go faster.Rigorously measure the progress toward ensuring more than 50%of your technology investments are targeted at building the new.Thats why two-thirds(64%)of Reinventors continually monitor all aspects of their digital core(i.e.,effectively measure strength across technology

178、,digital strategy alignment,digital talent and skills,and agile practices)to ensure they can deliver the business process reinvention they need,versus 9%of Optimizers.Companies then need to act on newly accessible insights to gain competitive advantage,integrating new technologies from across the in

179、formation,operational and science technology landscape as they emerge.In the coming years,businesses will have an increasingly powerful array of new technologies at their disposal that will open new pathways to unleash greater human potential,productivity and creativity.Most organizations recognize

180、that they will miss future opportunities(67%),forfeit value(65%)and lose competitiveness(63%)if they fail to harness this ongoing technology revolution.In the coming years,businesses will have an increasingly powerful array of new technologies at their disposal.ActionsReinvention in the age of gener

181、ative AI33PrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionContentsPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionThe picture of success and how to achieve itSoutheast Asia

182、n national oil company:Simplifying volumes of dataLike many others in the oil and gas industry,this Southeast Asian national oil company has huge volumes of data in different formats,and generates more daily.REINVENTION IN ACTIONWith no efficient way to access and search its data,decision-making was

183、 only getting slower,while the risk of accidents due to missing data points kept growing.Staying on top of pipeline maintenance and repairs was time-consuming,as technicians and engineers had to comb through pages and pages of historical documents to predict where issues may come up.After taking a h

184、olistic look at the issues,the company deployed generative AI and cognitive search,and can now realize the true value of its data and drive new growth.Its new knowledge base incorporates more than 250,000 documents with structured and unstructured information,surfaces whatever information the user i

185、s looking for and converts it into the desired format.On the front end,a new search engine simplifies and accelerates the way people find important information,allowing them to“chat”with the companys data to find what they need in a quick and conversational way,speeding up decision-making and giving

186、 people confidence to act.The speed at which the right information can now be accessed is also helping avoid equipment downtime as historical data can be accessed almost instantly,like finding out how long its been since a piece of equipment was serviced or had a fault.Its also speeding up onboardin

187、g by replacing dense logbooks with a simple search engine to teach complex knowledge.Ultimately,the new,integrated setup makes information discoverable with minimal effort,automates the knowledge-gathering process for different roles across the organization and helps reduce accidents.34Reinvention i

188、n the age of generative AI34Reinvention in the age of generative AI3434The picture of success and how to achieve itGenerative AI accelerates and enables reinventionReinvention as the strategy for successContentsPrefaceExecutive summaryImperative 3:Reinvent talent and ways of workingSuccess with this

189、 latest tech revolution requires leaders to set and guide a vision for reinventing work,reshaping the workforce and preparing workers for a generative AI world.This is the third imperative.One of the most likely reasons companies will fail to succeed with generative AI is their inability to reach cl

190、arity fast enough on how work needs to be reinvented and reshape the workforce accordingly.This will require a new kind of HR that supports a skills-based HR and continuous learning across all levels of the workforce,including the C-suite.Another reason is a common lack of core competencies in chang

191、e,and in focusing on how to unlock the potential of people.Success requires putting people at the heart of change.And it will mean leaders with different skills.As leaders acquire necessary new skills for the age of generative AI along with the workforce,they can better drive reinvention across enti

192、re value chains and business processes.This carries with it the potential to dramatically impact work,workers experiences and how work flows through an organization.As we highlighted in Technology Vision 2024,for the first time in history,were embracing a generation of technology that is human by de

193、sign.In this moment of reinvention,companies have the chance to build a strategy that erases the friction between people and technology and leaves people feeling Net Better Off.Reinventors see this potential.They are two times more likely than Optimizers to anticipate productivity gains of more than

194、 20%in the next three years(see Figure 10).And two out of three strongly agree that generative AI will make work more fulfilling and meaningful.Of all the executives we surveyed,95%agreed that generative AI will in fact create net new jobs in their workforce.However,with 58%of workers citing job dis

195、placement as a concern,leaders will need to foster transparency and build trust among their people that generative AI can and will help them build market-relevant skills,work with purpose and strengthen their emotional,physical and financial health.Figure 10Executives see generative AI as an opportu

196、nity to significantly improve productivityPotential for Gen AI to improve employee productivity over the next 3 years(%of respondents)Optimizers Reinventors51-10%127511-20%471821-30%18231-40%13041-50%9050%1More Reinventors believe Gen AI could improve employee productivity by over 20%2xSource:Accent

197、ure reinvention survey,Oct-Nov 2023.Sample size:Total,1,500;Reinventors,136;Optimizers,154.Reinvention in the age of generative AI35ContentsThe picture of success and how to achieve itPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionIn a

198、ddition to reinventing work and reshaping the workforce,realizing this potential means building a culture to navigate continuous waves of change,as we explain further in our report on Work,Workforce,Workers:Reinvented in the Age of Generative AI.Change starts with leaders,who must have the courage,k

199、nowledge and understanding to shape the future.Yet our research reveals that 66%of the C-suite recognize that they and their direct reports are not fully equipped to lead a company through reinvention.Many lack a range of essential attributes,including practical understanding of what technology,data

200、 and/or science can achieve(66%).Learning will be critical to lead in this new era.Executives need to deeply understand generative AI,its full capabilities and its impact on their business.Leaders need to start with their value chains to determine how core processes and the work itself need to chang

201、e.Compared with the other groups,Reinventors spend more time considering how they will reinvent work.More than half(52%)strongly agree their company is already engaging in efforts to redesign work to incorporate emerging technologies like generative AI.And almost three-quarters(74%)rate their engage

202、ment with employees in the design of their new roles and activities as strong.In doing so,they make change a core part of company culture by giving people a voice in the process.Companies will accelerate their progress if they bring people employees,customers and stakeholders along as owners of and

203、evangelists for change.As work evolves and change becomes continuous,companies need to reshape the workforce.Time and talent can be reallocated to areas of greater impact.For example,in the first imperative we highlighted how CPG field sales representatives could be given additional capacity through

204、 a generative AI-enabled capability for selling products to a retailer.This could free up peoples time for customer and business outcomes or enable them to transition to new roles(see Figure 11).In another example,customer service agents could be redeployed to product design,where they can use their

205、 unique insight into product issues to recommend design features that boost customer satisfaction.Skills must keep pace with changes across the value chain.This requires a skills-driven talent strategy,and talent roadmaps that are just as precise as technology roadmaps.Our research found that 86%of

206、Reinventors say they have a strong talent roadmap to build the workforce and skills they will need in the next three years(versus 63%of Optimizers).AI can help organizations become skills-driven,mapping people into new roles in which they will excel and develop their careers.Most Reinventors(56%)say

207、 they have“very strong”capabilities in using AI to identify talent gaps and provide personalized upskilling opportunities for their workforce(versus 16%of Optimizers)and 42%are even using AI to create the right team structures and composition.86%of Reinventors say they have a strong talent roadmap t

208、o build the workforce and skills they will need.Reinvention in the age of generative AI36ContentsThe picture of success and how to achieve itPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionFigure 11Illustrative example of how work and r

209、oles can be reallocated in a generative AI future,freeing additional capacitySource:Accenture 2024.Field Sales RepresentativeField Sales RepresentativeSalesSalesAccount ManagementAccount ManagementCustomer Insight&GrowthCustomer Insight&GrowthSales AdminSales AdminOperational Distributor Sales RepSa

210、les&Category AdvisorOperational Distributor Sales RepSales Bot ManagerIntelligent Channel Partner Sales RepKey Account ManagereB2B/eCommerce ManagerShopper/Customer Insight ManagerRevenue Growth and Category ManagerShopper Insight&Sales Data ScientistCustomer Lifetime Profitability ManagerChannel In

211、novation StrategistCustomer Service RepresentativeKey Account ManagereB2B/eCommerce ManagerShopper/Customer Insights ManagerRevenue Growth and Category ManagerCustomer Service RepresentativeAdditional CapacityTodays work&rolesFuture work&rolesIncreased CapacityKeyReduced CapacityReinvention in the a

212、ge of generative AI37ContentsThe picture of success and how to achieve itPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionActions Create a talent strategy that identifies how work will change,documents the impact to roles and assesses wh

213、at skills are needed for every generative AI use case.Make business decisions on how to address freed up talent capacity with transparency.Build strong people-centric change competencies that are the same across functions and business processes to fully understand the impact of generative AI on peop

214、le and their experiences.Develop,either organically or with partners,the continuous learning capabilities needed to support reinvention.Prepare workers for generative AI,actively involving them in change and ensuring they have market-relevant skills.Review HR capabilities and invest in the competenc

215、ies and technology needed to support the reinvention vision.HR is a core part of the business strategy.Review your employee value proposition and ensure that it makes employees feel Net Better Off for working at your company,and that your use of generative AI is consistent with your commitments.As o

216、rganizations further integrate AI,they need to prepare workers.Comprehensive learning initiatives will be vital to ensure people have market-relevant skills and the capability to collaborate with machines.Before long,many people will have an AI-powered assistant,but they wont need data science degre

217、es to collaborate with it.With generative AI powering quicker mastery of new specialties,individuals technical expertise can evolve more broadly into multiple domains while deeper soft skills will be required.Indeed,almost twice as many Reinventors as Optimizers report having strong demand for soft

218、skills related to generative AI,such as creativity,collaboration and empathy.Whats needed is a strong teach-to-learn culture that presents learning in a three-dimensional way:individual,organizational and the machine itself.Approaching learning like this goes a long way toward actively involving peo

219、ple at every step.Its essential to design any journey or experience with the target user to increase adoption.A user-focused approach not only ensures a product that solves their pain points and meets their needs,but it also does another important job.When peoples voices are heard,change becomes muc

220、h more welcome and is quicker to scale.Its a critical shift from designing for people to designing with them.Reinvention in the age of generative AI38PrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionContentsPrefaceExecutive summaryReinve

221、ntion as the strategy for successGenerative AI accelerates and enables reinventionThe picture of success and how to achieve itBiopharmaceutical company:A reinvention to match its ambitionA biopharmaceutical company aspires to be the premier research-intensive organization specializing in the science

222、 of discovering and developing new therapies.REINVENTION IN ACTIONThey have worked to reinvent the business by diversifying from a small-molecule and vaccine business to become a multi-platform,large-molecule pharmaceutical leader.This transformation requires new techniques to examine cells and prot

223、eins and how they interact,plus high-performance compute capability to analyze complex biomechanical pathways.It also means involving more new and more diverse partners to execute an ambitious clinical agenda.The companys reinvention has seen significant investment in modernizing the technology that

224、 underpins its digital core.The company also has put people at the heart of its reinvention strategy.The company is developing new types of leadership training and experiences to help foster the entrepreneurial mindsets and new ways of working that support the organizations ambitions.This includes m

225、aking sure people are properly involved in the design process.Additionally,they are working on a program to upskill thousands of people over the next year and make them experts on generative AI,not just knowing what it is,but actually able to develop and create solutions or integrate generative AI i

226、nto existing solutions.In addition,this company is committed to bringing in the right talent at the right times and has been recognized for its apprenticeship program focused on offering opportunities to military veterans,people transitioning their careers and individuals without traditional four-ye

227、ar degrees.39Reinvention in the age of generative AI39Reinvention in the age of generative AI3939The picture of success and how to achieve itGenerative AI accelerates and enables reinventionReinvention as the strategy for successContentsPrefaceExecutive summaryLeaders must commit to maintaining high

228、 standards of trust,transparency and sustainability in every generative AI-driven initiative.Designing,deploying and using AI to drive value while mitigating risks is the fourth key imperative for leaders today.The exact capabilities that leaders need will continue to evolve,but making the right jud

229、gements on the responsible deployment of generative AI is critical.Making responsible AI pervasive and systematic is necessary to avoid scaling unintended consequences enterprise-wide.The risks that have potential to impact peoples lives include bias and harm,liability and compliance,unreliable outp

230、uts,confidentiality and security,sustainability,and workforce transition.As businesses adopt AI,their responsibility to manage these factors increases.Given generative AIs speed of evolution and adoption,these risks need to be a focus now to avoid challenges later,including regulatory costs.European

231、 Union officials,for example,have reached a provisional deal on the worlds first comprehensive laws to regulate the use of AI.Fines for organizations that do not comply with the rules could be as high as 7%of global annual turnover for violations of banned AI applications.3For any enterprise,respons

232、ible AI means taking intentional actions to design,deploy and use AI to create value and build trust by protecting the organization and its people from potential risks.Responsible AI begins with a set of AI governing principles,which each enterprise adopts,enforces and holds itself accountable for r

233、ealizing(see Figure 12).Imperative 4:Close the gap on responsible AIFigure 12Operationalizing Responsible AISource:Accenture Responsible AI Framework,2024.Transparency,explainability&accuracy SafetyRisk assessmentHuman by designFairnessQualitativeQuantitativeSustainabilityCompliance data privacy&cyb

234、ersecurityAccountabilityReinvention in the age of generative AI40ContentsThe picture of success and how to achieve itPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionThe vast majority(96%)of organizations support some level of government

235、 regulation around AI.4 But just 2%of companies have self-identified as having fully operationalized responsible AI across their organization.And only 31%expect to have done so in the next 18 months.5 When asked the simple questions,“Do you know every place in your organization where AI is being use

236、d?”and“Do you know what the risk is,and how you are managing that risk?”many CEOs answer“no”to the first question,and,if you get to the second question,answer“in process.”The gap between intent and execution is huge,and it must be addressed.Closing the gap requires more than a responsible AI framewo

237、rk for risk management and ethical,sustainable use of AI it needs a plan that moves from commitment and frameworks to action on the ground.The human-like nature of generative AI is what makes it exciting and explains the hype.Its effective use creates a greater intelligence by combining human and ma

238、chine capabilities.Its therefore critical,when implementing responsible AI governance,to first understand the impact on people every time the technology is deployed.As the first principle in a responsible AI plan,leaders must identify and manage negative impacts on people,consistent with their organ

239、izations purpose and core values.Fairness is also key all models should treat all groups equitably.Its crucial to mitigate the potential for unwanted bias and other negative unintended consequences,like unfair impact relating to factors like gender,race or ethnicity.Transparency and accuracy are als

240、o key principles of responsible AI.Our Pulse of Change research found that 40%of leaders plan to bring people along with them in the adoption of generative AI through transparency and open dialogue on strategy and goals for working with the technology.Companies that engage in this type of transparen

241、cy and disclose the use of generative AI where appropriate could earn higher levels of trust.Large language models can,for example,convey uncertainty and provide sources for verification when giving responses.Using relevant,high-quality data helps everyone understand and appropriately evaluate AI ou

242、tputs and decision-making processes.Technologys potential effect on people and our planet stretches far beyond the moment of interaction,so there are safety and sustainability implications to manage.Leaders must evaluate potential safety concerns and mitigate harm with respect to life,health,mental

243、health,property and the environment when deploying AI.REINVENTION IN ACTIONBuilding responsible AI foundations in retailA global retail and pharmacy giant integrated AI strategically and responsibly across the enterprise.This involved mapping AI development throughout the business,enhancing its Ethi

244、cal AI governance model,and establishing clear roles and responsibilities for stakeholders using AI.The client established a methodology to assess risk levels and mitigation strategies during any current or future AI development,with a fairness framework to equip the companys data scientists with to

245、ols and guardrails to reduce bias.The project included development of persona-based training materials to highlight the importance of responsible AI and its place in driving business outcomes.Now,the client has the responsible AI foundations it needs to use and scale AI intelligently and responsibly

246、 across the business.Reinvention in the age of generative AI41ContentsThe picture of success and how to achieve itPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionActionsGenerative AIs vast power demands a lot of energy in fact,according

247、 to our calculations,its use could account for a 5%share of global electricity consumption growth.6 Integrating sustainability programs with AI governing principles can help mitigate negative environmental impacts.Complete responsible AI principles include documentation and compliance beyond relevan

248、t laws.The most successful companies in this area will document enterprise-wide governance structures,with roles,policies and responsibilities clearly articulated.Integration between compliance,data security and AI governance programs can help secure against cyberattacks and ensure appropriate priva

249、cy protections are in place.In addition to being the right thing to do,implementing responsible AI fosters trust,creates operational advantages and ensures regulatory readiness.This comes through robust principles,policies and compliance,culture,training and technology tools.Leaning into technology

250、to operationalize responsible AI principles can integrate policies into decision tools and workflows,which in turn helps to ensure AI is used responsibly throughout organizations.Establish AI governance and principles.Agree and adopt responsible AI principles with clear accountability and governance

251、 for design,deployment and usage of AI.Conduct AI risk assessment.Understand the risks of your organizations existing AI use cases,applications and systems through qualitative and quantitative assessments(e.g.,fairness,explainability,transparency,accuracy,safety,human impact,etc.).Enable systematic

252、responsible AI testing.Perform ongoing testing of AI for fairness,explainability,transparency,accuracy and safety leveraging best of breed responsible AI tools and technologies,and enable mitigations.Establish ongoing monitoring of AI systems and oversee responsible AI initiatives while executing mi

253、tigation and compliance actions.Engage cross functionally to address workforce impact,compliance with laws,sustainability and privacy and security programs across the enterprise.Reinvention in the age of generative AI42PrefaceExecutive summaryReinvention as the strategy for successGenerative AI acce

254、lerates and enables reinventionContentsPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionThe picture of success and how to achieve itMonetary Authority of Singapore:Operationalizing a ground-breaking responsible AI programIn todays financ

255、ial services industry,companies are increasingly relying on AI to provide exceptional customer service while keeping operations lean and costs low.REINVENTION IN ACTIONThe Monetary Authority of Singapore(MAS),the central bank and financial regulatory authority of Singapore,recognized the benefits AI

256、 provides to financial services institutions(FSIs).But it was also aware of the potential impact of unintended consequences from AI on the industry.These risks could include AI models incorrectly rejecting proportionally more people of a certain sex,race or religion for credit card applications,or p

257、eople from a certain neighborhood being charged higher insurance premiums when the claims rates dont justify it.MAS knew that as FSIs tackled these issues,they would face complex questions around ethics,accountability and transparency.As one of the first financial regulators to have a dedicated resp

258、onsible AI program,MAS is enabling FSIs to evaluate their AI and data analytics solutions against the key principles of fairness,ethics,accountability and transparency(FEAT).MAS established and led Veritas,an industry consortium that now has more than 25 members,to increase the adoption of FEAT prin

259、ciples and enable FSIs and tech firms to enhance their governance around them.To ensure a holistic assessment of FEAT principles throughout the AI and data analytics software development lifecycle,the comprehensive checklist encompassed:Defining a new Ethics and Accountability Assessment Methodology

260、 to provide a framework for articulating ethical commitments,concepts of justice and principles.Extending and refining the Fairness Assessment Methodology,enabling FSIs to define their systems fairness objectives,identify attributes of individuals and bias and develop mitigation strategies.Defining

261、a Transparency Assessment Methodology to help FSIs determine whether and how much transparency is needed to interpret machine learning models predictions.The methodology has been tested against several use cases,such as:predictive underwriting,customer marketing or fraud detection.Veritas also intro

262、duced the first responsible AI toolkit for the financial industry an open-source,extensible code with easy-to-use features and user-friendly interface,to support responsible AI assessment and adoption.MAS has become the first regulator to publish a framework of this depth relating to FEAT,and its gu

263、idance gives FSIs the ability to move from principles to practice,helping FSIs gain value from AI responsibility and building a fairer future to benefit billions of consumers worldwide.43Reinvention in the age of generative AI4343Reinvention in the age of generative AI43The picture of success and ho

264、w to achieve itGenerative AI accelerates and enables reinventionReinvention as the strategy for successContentsPrefaceExecutive summaryChange is constant,so reinvention never ends.Leaders cannot approach reinvention as a contained effort undertaken every few years.They must build the capability to c

265、ontinuously reinvent,which is the fifth imperative.When the ability to change is part of the organizational DNA,its possible to operate and reinvent the organization without unduly stressing it.Enterprises that not only survive disruption but come out on top are those that are in perpetual motion.Co

266、mpanies must constantly build their organizational agility.Its a switch to a state of openness to new thinking,requiring a cultural and operational mindset for continuous change,powered by a flexible digital core that supports generative AI at pace and at scale.Over twice as many Reinventors as Opti

267、mizers rate their organizations as being very effective in executing on new strategies and performance goals continuously,in response to changes in the business environment.Imperative 5:Drive continuous reinvention Reinvention in the age of generative AI44ContentsThe picture of success and how to ac

268、hieve itPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionContinuous reinvention needs to be actively managed,enabled with supporting infrastructure,value tracking practices,and a strong change management capability.Leaders need to integr

269、ate planning capabilities including strategic,capital and operating processes.This requires integrated stakeholder management and might mean updating planning templates,evolving data and reporting,and establishing value governance controls.Leadership teams must have a holistic view of leading indica

270、tors of progress and outcomes achieved,and be able to proactively manage interdependencies and risks along the way.For example,leaders need to be able to constantly scan the external environment for potential threats and opportunities,then adapt the transformation journey or reprioritize investments

271、 as needed.There must also be greater integration across supporting governance structures and management processes to enable this level of transparency and decision making.Thats why most Reinventors(90%)have put in place a dedicated unit,integrated planning and management tools that drive transparen

272、cy across the reinvention program,enabling the majority(89%)to regularly adjust their reinvention program based on ongoing data.Managing the change and talent journey should also be an ongoing focus.All Reinventors build change management as a core competency and most(80%)continuously assess the per

273、formance of their change initiatives to keep them closely aligned with the organizations reinvention plans.The reinvention journey is being made significantly faster thanks to generative AI and its human-like qualities.This technology is developing quickly,so leaders must continuously seek new and m

274、ore powerful ways to use it along with other emerging technologies.Those that recognize the importance of blending technology with peoples ingenuity in their reinvention will capture long-term value and build lasting resilience.Throughout this report,we discuss how organizations must target value an

275、d reinvent the value chain,enable reinvention with the digital core,power change with people and embrace responsible AI.These are not one-time activities,and organizations must build the capability to continuously reinvent in each of these areas.The reinvention journey is being made significantly fa

276、ster thanks to generative AI and its human-like qualities.Reinvention in the age of generative AI45ContentsThe picture of success and how to achieve itPrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionAre you ready for reinvention in the

277、age of generative AI?PrefaceExecutive summaryReinvention as the strategy for successGenerative AI accelerates and enables reinventionReinvention in the age of generative AI46The picture of success and how to achieve itGenerative AI accelerates and enables reinventionReinvention as the strategy for s

278、uccessContentsPrefaceExecutive summaryReinvention in the age of generative AI47 Do you have a clearly defined vision for reinvention a north star to achieve a new performance frontier?How are technology and AI including generative AI underpinning your reinvention strategy and where are they expected

279、 to unlock the largest pools of value?How do you intend to scale AI and generative AI across your enterprise?How will you use these technologies in a boundaryless manner to drive enterprise reinvention?Do you have an assessment of your digital core strength?How are you going to enhance that strength

280、 across the seven elements?Do you have the technology acumen at all levels to do so?Are you radically rethinking your work,workforce and workers to complement the technology?Do you have a talent roadmap that helps you deliver on reinvention and makes your employees feel Net Better Off today and tomo

281、rrow?Do you understand where AI is and will be used in your organization and what the potential risks may be?Do you have a roadmap and ongoing resources for proactively building systemic responsible AI capabilities to ensure that the reinvention of your enterprise through AI is human by design,fair,

282、transparent,safe,accountable,secure and sustainable?How do you plan to enhance your change management capabilities to drive continuous reinvention?Where could reinvention take your business?Generative AI has democratized artificial intelligence and made technology much more human-like.This means the

283、 pathway to reinvention is much faster than we envisaged even a year ago,as the technology has the potential to redefine entire value chains.Organizations that make bold bets to reinvent while recognizing the importance of blending technology with peoples ingenuity will capture long-term value and b

284、uild lasting resilience.Charting your path to reinventionReinvention in the age of generative AI47Reinvention in the age of generative AI4747The picture of success and how to achieve itGenerative AI accelerates and enables reinventionReinvention as the strategy for successContentsPrefaceExecutive su

285、mmaryReinvention in the age of generative AICompanies can visit our network of generative AI studios around the world to explore ways to reinvent their business through the responsible use of generative AI applications.These studios have a range of areas of specialization,enabling companies to explo

286、re industry use cases,co-innovate,conduct AI pilots,and rapidly initiate and scale programs.Our industry-specific diagnostics help organizations shape a blueprint for successful reinvention and define how best to use generative AI across the enterprise.We have developed a detailed set of new perform

287、ance frontiers for businesses in 19 sectors integrated with sustainability,talent and the digital core alongside the key business capabilities for realizing them.Our AI Navigator for Enterprise is a generative AI-based platform that can then help clients define business cases,choose architectures an

288、d understand algorithms and models to drive value responsibly.With a strategy in place,our proprietary“switchboard”allows clients to select a combination of generative AI models to address the business context or based on factors,such as cost or accuracy.We help companies transform and reinvent ever

289、y aspect of their enterprise with our generative AI services that span strategy and roadmap,design and build,and operationalize and run.How Accenture can helpReinvention in the age of generative AI48ContentsThe picture of success and how to achieve itPrefaceExecutive summaryReinvention as the strate

290、gy for successGenerative AI accelerates and enables reinventionAbout the researchAccenture Reinvention Survey Accenture Research conducted a survey of 1,516 C-suite executives in November 2022 and of 1,500 C-suite executives in October-November 2023.Respondents were asked about their organizations a

291、pproach to business transformation and reinvention strategy,as well as about their specific programs and success factors.We conducted the surveys in 10 countries:Australia,Canada,China,France,Germany,India,Italy,Japan,United Kingdom and the United States.Respondents represented 19 industries:Aerospa

292、ce and Defense;Automotive;Banking;Capital Markets;Chemicals;Communications,Media and Entertainment;Consumer Goods and Services;Energy;Health;High Tech;Industrial Goods and Equipment;Insurance;Natural Resources;Life Sciences;Public Service;Retail;Software and Platforms;Travel;and Utilities.2023 execu

293、tive survey respondent breakdown by industry and countryResources 58 Chemicals 85 Energy 92 Natural Resources 71 UtilitiesCommunications,Media and Technology 36 Aerospace and Defense 103 Communications,Media and Entertainment 63 High Tech 67 Software and PlatformsProducts 98 Automotive 111 Consumer

294、Goods and Services 58 Industrial Goods and Equipment 109 Life Sciences 119 Retail 67 TravelFinancial Services 91 Banking 36 Capital Markets 108 InsuranceHealth and Public Service 64 Health 65 Public Service20%37%18%16%9%1,500Rest of the World 41 Australia 110 China 73 India 76 JapanEurope 137 German

295、y 84 France 115 United Kingdom 54 ItalyNorth America 88 Canada 722 United States20%26%54%1,500Reinvention in the age of generative AI49We compared the financial and non-financial performance of companies we identified as Reinventors in our 2023 survey.For financial performance,we analyzed the revenu

296、e growth and profitability for the three groups of companies(Reinventors,Transformers and Optimizers).For the historical period 2019-22,we used actual revenue growth(CAGR)and average profit margin(EBITDA/revenue)from S&P Global.We further used a panel data model to test the relationship between the

297、number of years of reinvention(starting from the year in which respondents report adopting their reinvention strategy)and EBITDA margin,controlling for industry,geography and company size.Financial services companies are not included in the panel data model.For the analysis of expected revenue growt

298、h for the 2023-2026 period,we applied the self-reported expectations in respective time horizons from the Accenture reinvention survey and used trend data extrapolation for missing values.We reviewed the self-reported expectations of respondents against analyst forecasts to test for consistency.For

299、the non-financial performance elements,we used our 360 Value framework for the analysis:sustainability,experience,innovation,talent,and inclusion and diversity(I&D).Each sub-component is based on a set of indexed scores.Sustainability is based on ESG data from S&P Global.Experience is based on measu

300、res of customer relationship management and supplier churn from S&P Global and FactSet Supply Chain.Talent and I&D is based on Net Better Off indicators from Glassdoor,ESG Book and S&P Global.Innovation is based on the efficiency of tangible and intangible expenditure from S&P Global data.We compare

301、d Reinventors to their industry peers.2021 data is based on last years analysis reported in our“Total Enterprise Reinvention”report.For the 2023-2026 period,we applied the self-reported expectations in respective time horizons from the Accenture Reinvention survey and used trend data extrapolation f

302、or missing values.We also identified a group of companies within the Transformers group as”Accelerated Transformers.”These companies are expecting to consistently outperform their industry peers on revenue growth between 2023 and 2026.We assessed the financial value gap between this group and Reinve

303、ntors.For the historical period 2019-22,we used actual revenue growth(CAGR)from S&P Global.And for the 2023-2026 period,we applied the self-reported expectations in respective time horizons from the Accenture Reinvention survey and used trend data extrapolation for missing values.We reviewed the sel

304、f-reported expectations of respondents against analyst forecasts to test for consistency.This analysis also uses a measure of the expected intensity of applying generative AI to fundamentally reinvent how companies operate.This metric was created based on data from the Accenture Reinvention survey l

305、ooking at the number of functions/business areas expected to be fundamentally reinvented using generative AI and the extent of performance impact of generative AI in those areas.Financial and non-financial analysis and econometric modellingReinvention in the age of generative AI50Client experience W

306、e draw on our client experience from across thousands of transformational engagements and more than 700 generative AI projects in 2023 in which companies had applied the technology to reinvent how they operate.All client examples referenced in the report are based on Accenture client engagements unl

307、ess sourced(or cited).Accenture Pulse of Change:2024 Index Accentures Pulse of Change Index compares findings from two major inputs.1.An analysis of change affecting businesses globally,caused by six major factors:Technology,which is based on indicators such as IT spending and VC funding on emerging

308、 technologies,reflects the pace and scale at which technologies,such as generative AI,are adopted and implemented.Talent,which includes indicators measuring the risk of labor shortages,level of employee engagement,wage costs and labor productivity,reflects the overall talent environment from a quant

309、itative and qualitative perspective.Economic,which includes macroeconomic,financial and business indicators,reflects the overall economic disruption,financial volatility and business outlook.Geopolitical,which includes indicators measuring geopolitical risk,number of economic sanctions and number of

310、 cyberattacks,reflects changes in war and conflicts,trade tensions and cybersecurity.Climate,which is based on indicators such as climate-related disasters and direct economic loss attributed to natural disasters,looks at the risks related to environmental issues,as well as the financial cost implic

311、ations of climate-related regulations for businesses.Consumer&Social,which includes indicators assessing social unrest and household savings,reflects the overall social climate as well as consumers confidence in the future.To evaluate both the rate and nature of change,the Index computes,through AI-

312、led data modeling,40 proprietary and public data series covering 2019 to November 2023 from leading institutions such as the Organization for Economic Cooperation and Development(OECD),International Monetary Fund(IMF)and the United Nations Sustainable Development Goals(UN SDG).It quantifies the chan

313、ge businesses are facing and determines the rankings of the top six causes of change by comparing their respective increases from 2022 to 2023.This approach identifies the specific change factors that had the most substantial impact on the overall rate of change in 2023.2.A global survey of more tha

314、n 3,400 C-suite executives,conducted from October 2023 to November 2023,across 20 countries,19 industries and a full range of corporate functions,to compare their perceptions of change with the analysis of business disruption.Work,workforce and workers analysis We leverage the research conducted for

315、 our recent publication,Work,workforce,workers:Reinvented in the age of generative AI.This includes a survey of 5,000 workers conducted in October-November 2023 and an analysis of the total working hours that could be impacted by generative AI across occupations and industries in 22 countries.Reinve

316、ntion in the age of generative AI51AcknowledgementsReferences&MethodologyAccenture Research TeamMarcin Bodziak,Ladan Davarzani,Katarzyna Furdzik,Khalil El Hariri,Pritesh Karnawat,Anna Marszalik,Surya Mukherjee,Elizabeth Naik,Himanshu Patney,Catalina Rodriguez,Juan Pablo Romero,Beln Rubio,Prashant Sh

317、ukla,Juan Smolkin,Jakub Wiatrak Editorial TeamMeredith Trimble,Helen Tweedy1.We analyzed the intensity of investment in new data,AI and cloud applications and related technologies based on intent(per earnings calls),spend and extent of partnerships with technology vendors and suppliers.We place comp

318、anies in quartiles based on their composite score.We find that 58%of companies with annual revenues above$50bn are in the top quartile and 23%of companies with revenues between$1-50bn are in the top quartile.The analysis accounts for structural differences between industries and is based on Q1 2022

319、to Q2 2023.For existing roles,we used data from LinkedIn to estimate the proportion of employees in technology-related roles.This was based on those outside of leadership positions(i.e.,excluding owners,partners,CxOs,directors and VPs).We compare the findings for companies with annual revenues above

320、$50bn against companies with revenues between$1-50bn.For job postings,we analyzed the demand for innovative technology skills(based on IDC definitions)as a proportion of all skills in the Lightcast database.2.Accenture Pulse of Change Quarterly C-suite survey,October 2023.3.European Commission,Commi

321、ssion welcomes political agreement on AI Act(europa.eu),December 9 2023.4.Accenture Pulse of Change Quarterly C-suite survey,October 2023.5.Accenture AI CEO survey,August-September 20236.Accenture data developed for the Powered for Change report.Our analysis is based on forecast ranges of total-,dat

322、a center-,cryptocurrency-and AI-driven electricity demand from IEA WEO 2022,VU Amsterdam 2023 and F.All other data is from our Total Enterprise Reinvention research.All non-sourced stories are based on Accenture client engagements.Reinvention in the age of generative AI52About AccentureAbout Accentu

323、re ResearchAccenture is a leading global professional services company that helps the worlds leading businesses,governments and other organizations build their digital core,optimize their operations,accelerate revenue growth and enhance citizen servicescreating tangible value at speed and scale.We a

324、re a talent and innovation led company with 743,000 people serving clients in more than 120 countries.Technology is at the core of change today,and we are one of the worlds leaders in helping drive that change,with strong ecosystem relationships.We combine our strength in technology with unmatched i

325、ndustry experience,functional expertise and global delivery capability.We are uniquely able to deliver tangible outcomes because of our broad range of services,solutions and assets across Strategy&Consulting,Technology,Operations,Industry X and Accenture Song.These capabilities,together with our cul

326、ture of shared success and commitment to creating 360 value,enable us to help our clients succeed and build trusted,lasting relationships.We measure our success by the 360 value we create for our clients,each other,our shareholders,partners and communities.Visit us at .Accenture Research creates tho

327、ught leadership about the most pressing business issues organizations face.Combining innovative research techniques,such as data-science-led analysis,with a deep understanding of industry and technology,our team of 300 researchers in 20 countries publish hundreds of reports,articles and points of vi

328、ew every year.Our thought-provoking research developed with world leading organizations helps our clients embrace change,create value and deliver on the power of technology and human ingenuity.For more information,visit Accenture Research on material in this document reflects information available a

329、t the point in time at which this document was prepared as indicated by the date in the document properties,however the global situation is rapidly evolving and the position may change.This content is provided for general information purposes only,does not take into account the readers specific circ

330、umstances,and is not intended to be used in place of consultation with our professional advisors.Accenture disclaims,to the fullest extent permitted by applicable law,any and all liability for the accuracy and completeness of the information in this document and for any acts or omissions made based

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